Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations
February 2003, Jossey-Bass
- Information on how to select potential partners
- Guidelines for determining what kinds of projects lend themselves to collaboration and which do not
- Suggestions on how to avoid common pitfalls of collaboration
- Strategies proven to work consistently
- The phases most collaborative projects go through
- The nature of collaborative leadership
Part I: Working Across Boundaries.
1. Why Collaborate? And Why Now?
2. One Example of CollaborationThat Makes a Difference.
3. The Challenges of Successful Collaboration.
Part II: A Framework for Collaborationin the Real World.
4. A Framework for Collaboration.
5. Getting the Basics Right.
6. Forming Open, Trusting Relationships Amongthe Principals.
7. Developing High Stakes.
8. Creating a Constituency for Collaboration.
9. Building Collaborative Leadership.
Part III: Key Collaboration Issues and Tasks.
10. Phases in the Collaboration Journey.
11. More Keys to Successful Collaboration.
12. Collaboration Within a Single Organization.
13. Toward a Collaborative Culture.
A. Four Methods That Promote Collaboration.
B. Some Questions and Answers ConcerningCollaboration.
C. Collaborative Assessment Tool.
D. The Research Base for This Book.
"This is a wonderful book! For the novice collaborator, it
offers inspiration, stories, and clear directions, all in the
helpful, encouraging voice of a good coach who never doubts for a
minute that you can do it, and that it is worth doing."
— Joey Rodger, president and CEO, Urban Libraries Council
"As we increase work across boundaries, Lindens book provides an
important framework for collaboration and excellent examples of the
power of this approach for practitioners."
— Robert J. ONeill Jr., executive director, International City/County Management Association and former president, National Academy of Public Administration
"The ideas contained in this book have far-reaching potential to help governments and nonprofit agencies gain new efficiencies and effectiveness that can benefit our communities."
— Charles F. Gerhards, CIO, Commonwealth of Pennsylvania
"Working Across Boundaries is a glimpse into the future
of how government managers in the twenty-first century will work
through networks, partnerships, and collaboration . . . Russ Linden
paints a picture of the dynamics to which leaders will need to
respond in order to get program results. Practitioners will be able
to pick up this book and start applying its principles
— John Kamensky, director, managing for results practice, PwC Consulting; former deputy director, National Partnership for Reinventing Government
"Russ Linden has a knack for writing on precisely the right
subject at the most appropriate time. Now he's done it again.
Governments at all levels are under pressure to break down both
internal and external barriers . . . . Linden writes in a
compelling way to make his powerful points . . . . He is right on
— Peter Harkness, publisher, Governing Maazine